ost of the employees in the workforce today belong to several geographically dispersed work teams You may be in the same department or simply be assigned to the same project Your team may be composed of employees from the same company plus some outside resources Some teams are made up of personnel from many different companies The one commonality is that you all need to work together to get the job done That being the case, there is a good chance that one day you will be asked to conduct a virtual presentation that involves teams It can be dif cult to get everyone on a team to work together

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If they work together as teams, you may as well present to them as teams Most virtual presentation applications and services provide you with the capability to establish separate breakout rooms If you are working with several different teams, you may assign each team to a separate breakout room for discussions and small group activities, such as what concerns or requirements they might have in selecting a new product or service Always be watching If you have suf cient resources, assign a moderator to act as a facilitator for each team If not, appoint a member of each team as a facilitator and be sure to provide him with detailed instructions, just as you would for any table group activity in a face-to-face presentation Roam around the room virtually by poking your head into each breakout room to see how groups are doing and to help teams stay on track if they misunderstood the instructions or have gone off on a tangent Always reintegrate the group Even though you dispersed the group into teams in their own breakout rooms, you still want to continue the presentation as a cohesive group A good method for doing that is to return participants to the larger group at the conclusion of the presentation and ask each team to conduct a short recap Walk the talk Regardless of the topic of your presentation, when you are conducting a presentation for teams, you want to make sure that you exemplify the team s values, processes, and behaviors You can accomplish this by interviewing attendees or their managers in advance of your session, reviewing any associated documents, and incorporating those values and processes into your presentation

he ending of your presentation should be its pinnacle, not its abyss Everything that you have done so far should lead up to this crescendo I recommend that you never end a presentation with a dry restatement of the agenda Never say, Let s summarize what we ve learned today Go back to why attendees are there in the rst place If the presentation was meant to address a problem or a yearning, do not simply remind them of that fact Get them to feel it Creating a feeling rather than describing it is one of the most basic differences between standard writing and poetry Standard communication tells you that it is snowing, but poetry

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compels you to feel the coldness and wetness of the snow It evokes the emotion of what it was like when you were a child, saw the pure white blanket, and felt that thrilling sense of not having to go to school Go back to your introduction, conjure up the hopes and dreams that participants had at the beginning of the presentation, and help them imagine what it will feel like when they realize those dreams Focus on enabling attendees to answer the following questions:

Why did they come here What was their goal What will they do tomorrow, in a week, and in a month to attain that goal What was their experience like What type of support can they expect from you, or from others What will success be like for them personally How will you continue what you have started today